Factors Affecting the Sustained Use of Process Models
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The document discusses factors that affect the sustained use of process models, specifically identifying key success factors essential for their regular application beyond initial projects. Highlights include the roles of stakeholder participation, organization support, and usability of modeling tools in fostering ongoing use. Additionally, it references previous studies and case studies from various Estonian institutions that illustrate these elements.
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Studies
Factors
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Organization Modelling Model Tool User
Process
Modelling
Process
Model Use
Knowledge
Management
ManagementSupport
ClearGoalsandPurposes
SubjectiveNorms
ModellingExpertise
StakeholdersParticipation
InformationResources
ProjectManagement
ModellingMethodology
ModellingLanguage
ModellingTool
Richness
KnowledgeQuality
ValueofKnowledge
Structure
EaseofInterpretation
EaseofUse
Usefulness
Competence
Motivation
KnowledgeNetworking
Bandara et al. 2005 [9]
Raduescu et al. 2006 [29]
Rittgen 2010 [30]
Lu and Sadiq 2007 [31]
Nolte et al. 2013 [7]
Rosemannn 2006 [28]
Recker 2006 [15]
Mendling et al. 2010 [20]
Jennex and Olfman 2005 [14]
Jennex and Olfman 2006 [8]
Watson and Hewett 2006 [12]
Yew Wong 2005 [32]
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Factors Affecting the Sustained Use of Process Models
- 1. Toomas Saarsen Marlon Dumas University of Tartu, Estonia Factors Affecting the Sustained Use of Process Models
- 2. Success factors -> sustained use Research question: What factors determine whether process models are used in a sustained manner or only for the purposes they were initially created? Success factors: Key elements that will ensure the sustained use of the process model to proceed effectively and successfully. Sustained use: Regular and active use of a process model by multiple stakeholders, including process workers, past the project or initiative where the model was produced. 2
- 3. Process model use Feedback Content & Quality Attitude Trigger Functionality Organization Process Modelling Tool, Language Process Model User Frame – objects and timeline 3
- 4. Previous studies Studies Factors x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Organization Modelling Model Tool User Process Modelling Process Model Use Knowledge Management ManagementSupport ClearGoalsandPurposes SubjectiveNorms ModellingExpertise StakeholdersParticipation InformationResources ProjectManagement ModellingMethodology ModellingLanguage ModellingTool Richness KnowledgeQuality ValueofKnowledge Structure EaseofInterpretation EaseofUse Usefulness Competence Motivation KnowledgeNetworking Bandara et al. 2005 [9] Raduescu et al. 2006 [29] Rittgen 2010 [30] Lu and Sadiq 2007 [31] Nolte et al. 2013 [7] Rosemannn 2006 [28] Recker 2006 [15] Mendling et al. 2010 [20] Jennex and Olfman 2005 [14] Jennex and Olfman 2006 [8] Watson and Hewett 2006 [12] Yew Wong 2005 [32] 4
- 5. Case Studies • Bank of Estonia • Estonian Telecom • Estonian Agricultural Registers and Information • Elisa Estonia 1. Actual emphasis – activities->impact 2. Perceived importance – opinion/feedback 3. Actual use – user logs 5
- 6. Factor Management Support Clear Goals and Purposes Subjective Norms Modelling Expertise Stakeholders Participation Information Resources Project Management Modelling Methodology Modelling Language Modelling Tool Richness Knowledge Quality Value of Knowledge Structure Ease of Interpretation Ease of Use Usefulness Competence Motivation Knowledge Networking Assessment 1. Grade 2. Rank Object Organization Modelling Model Tool User Process model 3. Usage 6
- 7. USER Competence -> Motivation ORGANIZATION Management support PROCESS MODEL Structure TOOL Ease of use PROCESS MODELING Modelling Expertise Sustained use Findings The initial models were too technical and of poor quality, keeping in mind the wider audience Our users grow along with BPM projects The main thing we elaborated after the project was the general structure of the model … different types of reports and views extracted from the process model for consumption by a wide range of users The active use of the model by the management set an example to the rest of the members of the organization 7